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Numerous authors contend that there are dissimilarities in the way people, especially those from different cultural backgrounds, interpret or accept knowledge sharing. Ribiere and Sitar argue that, as a result of their educational systems, western cultures do not encourage a social exemplar of knowledge sharing. Yeh and Ma concur, arguing that western cultures are more likely to embrace values of self‐determination, independence and the attainment of personal interest. In contrast, Yang argues that Asian cultures nurture a sharing and teamwork environment or approach to activities. Very little is mentioned in literature about knowledge sharing in African cultures and/or African organisations. Specifically, not much is known regarding knowledge sharing in settings where the roles of dominance of one culture over another are reversed or neutralised, either by force or law, or by natural progression. The purpose of this paper is to address this issue.

Being in the fortunate position of working for a culturally diversified multinational organisation based in South Africa, one of the authors was able to determine, on a first‐hand basis, how different cultural backgrounds impact upon knowledge sharing. In the organisation under review, research subjects' opinions on knowledge sharing, culture and other knowledge management (KM) issues were surveyed by means of a structured questionnaire consisting of 21 descriptive questions. Phenomenological research was chosen since it is a qualitative research method that attempts to understand participants' perspectives, perceptions and views of a phenomenon. The analysis that follows consists of descriptive statistics used for each question, as well as the testing of hypotheses regarding the relationships between explanatory and response variables.

As in other studies, cultural issues such as language proficiency, education and schooling, gender biases, age and work experience, were all found to influence the knowledge‐sharing inclination of individuals either directly or indirectly. However, when individuals have been exposed to past political turmoil leading to present empowerment policies such as affirmative action, knowledge distribution takes on a different dimension – one in which knowledge sharing becomes a power play. African individuals, irrespective of whether they are black or white, display much more of a sense of power in knowledge sharing than do their European counterparts.

The paper is of relevance to knowledge management practitioners, scholars and professionals interested in the sharing and management of knowledge in extremely diversified and multidimensional environments.

The purpose of this paper is to review the existing literature on Lean Six Sigma (LSS) for services, construct a morphological analysis (MA) framework and identify research gaps to point to future research possibilities and priorities.

The MA framework is based on literature review of 175 papers published from 2003 to 2015, across 67 journals recognised by Scopus or ABS Academic Journal Quality Guide 2015. A three-phased methodology is used by the authors, with Phase1 featuring a five-stage systematic review protocol to identify relevant journal papers for review; Phase2 presenting a framework for classifying the reviewed papers in terms of their fundamental, methodological, chronological and sector-wise orientations; and Phase3 constructing an MA framework on the classified papers and identifying the research gaps.

The MA framework constructed based on six dimensions, namely, organizational context of applications, desired outcomes, implementation systems, LSS tools and techniques, integration with other management philosophies and evaluation methods, involving 40 focused themes, has revealed 355 distinct research gaps as opportunities for future research.

This paper confirms the existence of substantial scope and points to specific topics for further research in the area of LSS for services. The findings demonstrate the gaps in academic research on the subject. In addition, the study also helps organisational leaders and practitioners to look at LSS from a holistic perspective in the services context.

The MA framework of the existing literature on LSS for services presents a unique, systematic effort to identify research opportunities. In addition, a five-stage systematic review protocol is proposed in this paper. This could be valuable to researchers and practitioners in enabling them to systematically review the literature on research subjects of interest to them.